...IMPLEMENTING STRATEGIC INFORMATION SYSTEMS Helmut Krcmar Baruch College City University of New York and Henry C. Lucas, Jr. Graduate School of Business Administration New York University November 1986 Center for Research on Information Systems Information Systems Area Graduate School of Business Administration New York University Working Paper Series CRIS #I41 GBA #86-109 Center for Digital Economy Research Stem School of Business IVorking Paper IS-86-109 IMPLEMENTING STRATEGIC INFORMATION SYSTEMS ABSTRACT This paper presents a framework for the implementation of strategic information systems. The framework draws on past research on implementation and takes into account the unique circumstances of strategic applications. The framework is illustrated with a case study of a money-center bank's cash management system based on a microcomputer. microcomputer provides a powerful front end to the bank's traditional transactions processing system for a corporate treasurer who is a client of the bank. The impact of the The system appears to be positive and the framework offers one model for viewing the implementation of strategic systems. INTRODUCTION A 1982 paper proposed a classification of information systems into three different categories: those which support the business, applications which support strategic planning and s y s t e m s w h i c h a r e a p a r t of a f i r m ' s Turner, 1982). s t r a t e g y (Lucas and This third type of...
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...influence national economies and the global economy in general, as a result of their huge financial power and their profit-oriented corporate management, by identifying the most appropriate strategies and the most effective methods of business management . Currently, oil market in Central and Eastern Europe is controlled by three major players: the Austrian OMV, Hungarian MOL company and the Russian company LUKOIL, whose investment strategies and policies contributed to a decisive extent to the development and consolidation of oil industry in the countries in this area, thus in Romania too. In this context, the paper aims to analyze the strategy of developing and consolidating LUKOIL’s position on this market. Key words: strategic alliance, a global energy player, offensive strategy, territorial expansion JEL Classification: M10 Introduction The greatest oil corporations significantly influence national economies and the global economy in general, the effect of their huge financial power and corporate management oriented to increase profit by identifying the most appropriate strategies and the most effective methods of business management. These elements underpin the development of management as a science and was later taken over and adapted by national companies. These strategies aim to answers the following questions: o What...
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...PART I IT in the Organization 1. Information Technology in the Digital Economy 2. Information Technologies: Concepts and Management 3. Strategic Information Systems for Competitive Advantage CHAPTER Strategic Information Systems for Competitive Advantage Rosenbluth International: Competing in the Digital Economy 3.1 Strategic Advantage and Information Technology 3.2 Porter’s Competitive Forces Model and Strategies 3.3 Porter’s Value Chain Model 3.4 Interorganizational Strategic Information Systems 3.5 A Framework for Global Competition 3.6 Strategic Information Systems: Examples and Analysis 3.7 Implementing and Sustaining SIS Minicases: (1) Cisco Systems/ (2) Aeronautica Civil 89 LEARNING OBJECTIVES 3 After studying this chapter, you will be able to: Describe strategic information systems (SISs) and explain their advantages. Describe Porter’s competitive forces model and how information technology helps companies improve their competitive positions. Describe 12 strategies companies can use to achieve competitive advantage in their industry. Describe Porter’s value chain model and its relationship to information technology. Describe how linking information systems across organizations helps companies achieve competitive advantage. Describe global competition and global business drivers. Describe representative SISs and the advantage they provide to organizations. Discuss the challenges associated with sustaining competitive advantage. ROSENBLUTH INTERNATIONAL: COMPETING...
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...Localization 10) b. Activity control PART TWO:- 1) The concept of strategic information systems (SIS) was first introduced into the field of information systems in 1982-83 by Dr. Charles Wiseman, President of a newly formed consultancy called "Competitive Applications," (cf. NY State records for consultancies formed in 1982) who gave a series of public lectures on SIS in NYC sponsored by the Datamation Institute, a subsidiary of Datamation Magazine. In 1985 Wiseman published an article on this subject (co-authored by Prof. Ian MacMillan) in the Journal of Business Strategy (Journal of Business Strategy, fall, 1984) In 1985 he published the first book on SIS called "Strategy and Computers: Information Systems as Competitive Weapons" (Dow-Jones Irwin, 1985; translated into French by Bertrand Kaulek and into Italian by Professor Fabio Corno of Bocconi University). In 1988 an expanded version of this book called "Strategic Information Systems" was published by Richard D. Irwin. This book was translated into Japanese byProfessor Shinroki Tsuji and published by Diamond Publishing. Over 50,000 copies have been sold. The following quotations from the preface of the first book ("Strategy and Computers: Information Systems as Competitive Weapons") establishes the basic idea behind the notion of SIS: "I began collecting instances of information systems used for strategic purposes five years ago, dubbing them "strategic information systems" (Internal Memo, American Can Company (Headquarters)...
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...it became clear that his insight and processes assist entrepreneurs looking to expand their businesses. Andrew’s book offers guidance for non–U.S.-based businesses considering mergers and acquisitions in the United States.’’ —Nancye Miller, CEO, EO The Entrepreneurs’ Organization ................. 11539$ $$FM 10-19-05 09:48:09 PS PAGE i This page intentionally left blank PAGE ii MERGERS & ACQUISITIONS F ROM A SECOND TO Z EDITION Andrew J. Sherman and Milledge A. Hart American Management Association New York • Atlanta • Brussels • Chicago • Mexico City • San Francisco Shanghai • Tokyo • Toronto • Washington, D.C. ................. 11539$ $$FM 10-19-05 09:48:11 PS PAGE iii Special discounts on bulk quantities of AMACOM books are available to corporations, professional associations, and other organizations. For details, contact Special Sales Department, AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019. Tel.: 212-903-8316. Fax: 212-903-8083. Web site: www.amacombooks.org This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert...
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...Study of the thin films technology and using it as a differentiator for positioning it in the international markets SIP Project Report Submitted In Partial Fulfillment of Requirements for the PGDM Program 2010-12 Submitted by Name: Ashish Mohan Srivastava Roll number: 2010268 Supervisors: 1. Mr. Raj Kumar Verma Assistant Manager (Projects and Services) Moserbaer Photovoltaic India Ltd. 2. Professor J.Mohanty Institute Of Management Technology, Nagpur 2010-12 [pic] Acknowledgement It gives me a great sense of pleasure to present the report after undergoing an intense summer internship at Moserbaer’s Photo Voltaic wing. It is really difficult to gratify each and every person who has been instrumental in the completion of the project but I am taking great care that no one is left out. So in the same sequence at very first, I would like to acknowledge my parents because of whom I got the existence in the world for the inception and the conception of this project. Later on I would like to confer my acknowledgement to Mr. J.Mohanty my faculty guide and other faculty members who taught me how to do project through appropriate tools and techniques. Because Moserbaer India Ltd. has trusted me and given me a chance to do my integrated research study, I would like to give thanks to the organization and especially to Mr. Raj Kumar Verma (Asst. Manager, Projects and Services) my corporate mentor and Mr. Sanjeev Kumar (Research Scientist) from the depth of my heart...
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...of SCIENTIFIC PAPER AFASES Brasov MANAGEMENT METHODS AND TECHNIQUES USED TO ENSURE THE INTERNAL AUDIT PERFORMANCE Marian SFETCU Phd. Student, Faculty of Economics Sciences and Business Administration of „Babeș - Bolyai” University of Cluj Napoca.E-mail: marian_sfetcu@yahoo.com. Tel: 0720 760 220 Abstract: This approach shows a research on the usage of managemental methods on the internal audit activity through qualitative and quantitative indicators of performance assurance. Balanced Scorecard, the management method and tool, referred to the Dashboard, contributes to the internal audit performance through resource planning, setting objectives and scope of the audit, communication and approval, following the recommendations, deferring to the code of ethics and how to achieve the objectives. The listed indicators, are components of the proposed management methods and tools, and they define efficency, effectiveness, economy and quality, all elements of the internal audit performance. Keywords: methods and techniques, audit, corporate governance, internal control system, performance indicators, Balanced Scorecard, Dashboard. JEL: M 42 1. INTRODUCTION The importance of using the management methods and techniques concerning the internal audit, is given by providing a new approach to this problem, which highlights the need to ensure the performance by applying new methods and techniques, based on scientific management. This approach was born from the need to adapt...
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...Guidance on the Strategic Report The FRC is responsible for promoting high quality corporate governance and reporting to foster investment. We set the UK Corporate Governance and Stewardship Codes as well as UK standards for accounting, auditing and actuarial work. We represent UK interests in international standard-setting. We also monitor and take action to promote the quality of corporate reporting and auditing. We operate independent disciplinary arrangements for accountants and actuaries; and oversee the regulatory activities of the accountancy and actuarial professional bodies. The FRC does not accept any liability to any party for any loss, damage or costs howsoever arising, whether directly or indirectly, whether in contract, tort or otherwise from any action or decision taken (or not taken) as a result of any person relying on or otherwise using this document or arising from any omission from it. © The Financial Reporting Council Limited 2014 The Financial Reporting Council Limited is a company limited by guarantee. Registered in England number 2486368. Registered Office: 8th Floor, 125 London Wall, London EC2Y 5AS Financial Reporting Council June 2014 Guidance on the Strategic Report Contents Page Guidance on the Strategic Report Summary 1 2 3 4 5 6 7 8 Objectives and how to use this guidance Scope The annual report The strategic report: purpose The strategic report: materiality The strategic report: communication principles The strategic report: content...
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...GROUP CHEN SI RUI SHEN SHUANG SUN RONG BIN ZHANG JIA WEI [20.06.2015] Background Along with the social reform, people's consumption ideas gradually change, to a coffee shop to drink coffee is no longer like a few years ago to be far away, like quiet people, will choose to the coffee shop at the weekend through a lazy afternoon, listening to the Italian tunes of rich emotional appeal feel relaxed. College students are also looking for a quiet and comfortable study environment, a 24 hours of leisure, then become indispensable. With the change of the consumer mind, small endowment the coffee industry increasingly rise, in the country has quite a few hidden in set the theme of city shop. These coffee shop consumption is not high, suitable for mass consumption society, general entrepreneurs investing psychology all want to make a lot of money, the fastest way to make money is to make the rich money, instead, in the consumer groups, the audience most is the populace, the biggest consumer spending and civilian class, how to do ordinary and small into many is a very exquisite management strategic problem. Based on this kind of trend, more and more people seek to this shop to enjoy a comfortable environment. For college students a place which is open for 24 hours and comfortable environment is very attractive. So we decide a store for opening 24 hours. TABLE OF CONTENTS Executive Summary 1 Management 2 LIFE LIVE...
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...Manager’s Toolkit – PDA-size Summary 1 GOOD COST MANAGEMENT The Unsung Hero Cheaper and Better Managing and Cutting Costs – Intelligently 2 COST LEADERSHIP A Challenging Base Case Indiv idual Accountability Persistence A Continuous Improv ement Culture Short Timef rames Feedback Loops Strategic Skepticism Top Team: Finance Top Team: Human Resources Role Models Toolkit – Cost Leadership 3 TECHNIQUES AND TACTICS Understanding Cost Dy namics Management Accounts and Metrics Bang f or Buck Slice and Dice Understanding Natural Cost Trends Cash Cost Not P&L Cost Best Practice (and Lev el Play ing Fields) Competitiv e Analy sis Toolkit – Techniques and Tactics 4 PEOPLE Why Is People Cost So Problematic? Hiring Pay ing Technology and Productiv ity Firing Managing the Av erage Perf ormer Minimizing the Core Organization Toolkit – People 5 SUPPLIERS Who Manages Supplier Costs? Understand the Balance of Power Consolidate to Fewer Better Suppliers Negotiate Intelligently Don’t Get Locked In Manage Total Cost of Ownership Get Tough on the Costs of Serv ices Toolkit – Suppliers 6 COST CUTTING CASE STUDY Month 1 Month 2 Month 3 Month 4 7 WIRED AND GLOBAL The Internet Globalization Toolkit – Wired and Global 8 LATERAL THINKING Indirect Cost Generators Let the Customers Do the Work Cost into Rev enue Toolkit – Lateral Thinking 9 COST MANAGEMENT AS STRATEGY Deliv ering Value v ia Acquisitions...
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...1. How well has Steve Jobs done as Apple’s CEO? Has he done a good job of performing the five tasks of strategic management discussed in Chapter 2? Why or why not? What grade would you give him? Steve Jobs trascendió en el mundo de los negocios al ser el primer CEO que regresa a una compañía a hacerla grande. Jobs llegó con una clara idea de lo que sería su nueva visión de negocio, la innovación, alrededor de esta variable giró la nueva filosofía de Apple Inc.. Con la introducción de productos nuevos e innovadores, como el reproductor de música iPod, que se ha convertido en uno de los pilares del éxito actual de Apple. Jobs ha mantenido esta estrategia con el lanzamiento de nuevos productos, estilizados y de fácil uso que ayudaron a que incrementara su share, generando nuevos mercados. Jobs ha sabido identificar claramente la tendencia del mercado hacia la sincronización entre los teléfonos móviles y PC, así como el mercado de la música digital, con una visión estratégica enfocada hacia estos cambios. Los objetivos se establecieron alrededor del éxito financiero y su medición mediante las unidades vendidas. Jobs desarrolló una estrategia de entrar en estos mercados por productos diferenciados, estilizados y fácil de usar, impulsado por una investigación de nuevos productos y la evaluación de las tendencias del mercado y su reacción con estas innovaciones. Dado lo anterior considero que Steve Jobs se desempeñó de una manera sorprendente ya que supo redirigir a su compañía...
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...Strategic Management Case Study Outline products Cardio-Vasculair X-Ray Imaging Equipment Patient Montioring & Cardiac Care Equipment Computed Tomography Imaging Equipment Ultrasound Diagnostic Imaging Equipment General X-Ray Imaging Equipment Magnetic Resonance Imaging Equipment Healthcare Information Systems Nuclear Medicine Imaging Equipment ▪ Levels of strategy: if applicable-identify the level. In Regards to the medical equipments sector which is our main concern in this project are the following: • Business level • Functional level ▪ Organisation’s values. 1. Excellence. We promise commitment to excellence in all our endeavors with customers, business partners and suppliers, employees, communities, and shareholders. 2. Integrity. We promise absolute integrity in all our dealings, commitments, and communications on an individual and corporate level. 3. Employer of Choice. We recruit the most suitable candidates, and we promise commitment to all our employees by providing a working environment of motivation, training, and development. 4. Social Responsibility. We promise to take pioneering actions, initiatives, and programs to support the societies where we operate and to promote environmental sustainability. 5. Elevation of the Image of Saudi-based-businesses. We promise to invest all our efforts into reflecting a sterling image of Saudi-based- businesses. ▪ Organisation’s vision. ...
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...the name from Tokyo Engineering Telecommunications Corporation to Sony. The concept behind the name derived from the Latin word “sonus” which means sound and “sonic”; the other name was “sonny boy” which is a popular expression used to describe a young person with a free spirit. The new name Sony captured the mood of both Ibuka and Morita along with a group of young people with a strong passion and energy for unlimited creation and unlimited possibilities. In order for Sony to move further into their destination they needed a mission statement. The mission statement is the purpose of the organization / corporation. It started by cogently articulating the organizations sole purpose for existence. Realizing the power and concept of a strategic vision ad mission both Ibuka and Morita set their site on the future. The thing that separates Sony from the rest is a statement that is on their main webpage “Believe that anything you can imagine, you can make real” (Fujita, 2012, discover.store.sony.com). Sony started out as a small electronics telecommunications company. Today Sony Corporation is one of the world’s largest conglomerate companies. Due to technology Sony is where they are today. Sometime in the early 1950s Ibuka travelled to the United States...
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...record 4 2.3 Capacity 4 2.4 Shared strategic aims 5 2.5 Culture 6 2.6 Organisation and management 6 2.6.1 Quality management 7 2.6.2 Project and programme management 7 2.7 Multi-supplier proposals 7 2.8 Proposed supplier organisation and project staffing 8 2.9 Technical understanding 8 2.10 Proposed management processes 8 2.10.1 Quality management 9 2.10.2 Change management 9 2.10.3 Service provision and management 10 2.10.4 Resource management 12 2.10.5 Capacity planning and management 12 2.10.6 Business continuity and contingency plans 12 2.10.7 Project management 13 2.10.8 Programme management 13 2.10.9 Strategic management 14 2.10.10 Knowledge management and organisational learning 14 2.10.11 Training 15 2.11 Risk management and risk transfer 15 2.12 Supply chain management 16 2.13 Benefits management and delivery 16 2.14 Relationship management 17 2.15 IT-specific questions 17 2.15.1 Business process changes 18 2.15.2 Application development 18 2.15.3 Software and systems engineering 18 2.15.4 Development and maintenance 20 2.15.5 IT service management 21 2.15.6 Infrastructure design and planning 21 2.15.7 Infrastructure and technology deployment 21 2.15.8 ICT infrastructure management 22 2.15.9 Operations management 22 2.15.10 Technical support 22 ...
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...I. OVERVIEW/ INTRODUCTION As a tropical country, the Philippines has untapped vast potential of solar energy; yet in 1980’s, solar application is beyond the bound of possible solutions in rural, remote areas in the country. Thus in February 27, 1981, Federal Republic of Germany and Republic of the Philippines entered into a contract to develop applications of solar energy in the Philippines. This project was called the Philippine German Solar Energy Project (PGSEP) which was funded by the German Bundesministeruim for Zussamenarbeit through the Gesselchaft for Zussamenarbeit, and Philippine Office Energy. The governing body of the said project was the Philippine National Oil Corporation through its Energy Research and Development Center. Solar power systems is done through the encapsulation of the solar energy from the sun through the photovoltaic (PV) panels which produce direct current (DC) power to run a DC appliance. Additionally, DC current can be converted alternating current (AC) to run AC appliances. The project was anticipated to solve the inexistence of electrical power resources to provide for the basic needs that immediately improve the lives of Filipinos in areas where electricity is not readily available. II. TIME FRAME The proponents point for analysis would be on 1988. This is based on the data given concerning the commencement of PGSEP (Philippine-German Solar Energy Project) on February 27, 1981 to develop a solar source of energy in the Philippines...
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